Organizational learning

Organizational learning is the creation of insights or knowledge that improves the operations of an organization and influence the way the business works. Learning between companies and partnerships is a joint process that depends on sharing of knowledge, understanding, interpretation, and creation of business procedures important to the knowledge. Insert argues that the learning process is subjective, meaning that the learning in an organization mainly depend on partnership and networking. All organizations engage in different forms of associations or relations that impact the way each company operates. The partners in the company partnerships attain insight with the help of knowledge sharing, and management. As two companies get into a partnership, they learn from their competitors such as their trading partners. According to (insert) sharing experiences or knowledge improves the operations of the company, and it might be transitioned into the creation of new skills that enhance the competitive advantage of a firm. The essay evaluates the significance of inter-firm learning; explain how the process contributes to business success; and how the inter-firm knowledge is important. The essay also analyses government structures that promote inter-learning, and the importance of human resource management in enhancing inter-firm partnerships. 

Insert states that firms have different motives when they are engaging in inter-firm learning. These motives indicate the importance of inter-firm learning to a given firm. Inter-firm learning is important as it results into a sinking cost of transactions for bargaining, improves strategic behaviour, which increases the market power or competitive advantage, and improve organizational leaning or knowledge that result to companies acquiring critical insight from each other. Based on the transaction-cost theory, the ownership of a firm make decisions that reduces the production cost and transaction costs. The market determines the cost of transaction, making the company only have a way to reduce production cost. When the cost of transaction is high, the cost of production is low. 

The factors that promote inter-firm learning include partnership attributes, communication behaviour, conflict resolution, prior relationships, reputation, and similarities between the partners. Firms that are similar tend to be successful in inter-firm relationships. Seminaries in cultures, administrative systems, and human resource regulation make inter-firm learning successful. Prior relationship between the two companies increases trust. The investment partners close interaction ensures results into shared decision-making. Reputation in areas such a product quality, management, and position of finances makes the firm establishes sustainable competition. 

Inter-firm learning is promoted through outsourcing, concentration on operations, enhancement of partnership popularity and sourcing partnership, and implementation of reduction program for supplier-base. The other factors that promote inter-firm relationship include governance, knowledge type, rational quality, and inter-organizational diversity (insert). 

Governance refers to the informal or formal negotiated mechanisms of authority. It also refers to the managerial mechanisms and structure of interface used for the coordination of partnerships. 

The most important role of the human resource management in inter-firm learning is creating a cooperative culture  by positively motivating the employees to create inter- organizational groups, enforce team work, and ensure that the employees have the required skills  required to separate companies to create new and strategically important capabilities. Learning between companies and partnerships is a joint process that depends on sharing of knowledge, understanding, interpretation, and creation of business procedures important to the knowledge. Insert argues that the learning process is subjective, meaning that the learning in an organization mainly depend on partnership and networking. All organizations engage in different forms of associations or relations that impact the way each company operates. The partners in the company partnerships attain insight with the help of knowledge sharing, and management. As two companies get into a partnership, they learn from their competitors such as their trading partners. According to (insert) sharing experiences or knowledge improves the operations of the company, and it might be transitioned into the creation of new skills that enhance the competitive advantage of a firm. The essay evaluates the significance of inter-firm learning; explain how the process contributes to business success; and how the inter-firm knowledge is important. The essay also analyses government structures that promote inter-learning, and the importance of human resource management in enhancing inter-firm partnerships. Insert states that firms have different motives when they are engaging in inter-firm learning. These motives indicate the importance of inter-firm learning to a given firm. Inter-firm learning is important as it results into a sinking cost of transactions for bargaining, improves strategic behaviour, which increases the market power or competitive advantage, and improve organizational leaning or knowledge that result to companies acquiring critical insight from each other. Insert states that firms have different motives when they are engaging in inter-firm learning. These motives indicate the importance of inter-firm learning to a given firm. Inter-firm learning is important as it results into a sinking cost of transactions for bargaining, improves strategic behaviour, which increases the market power or competitive advantage, and improve organizational leaning or knowledge that result to companies acquiring critical insight from each other. Based on the transaction-cost theory, the ownership of a firm make decisions that reduces the production cost and transaction costs. The market determines the cost of transaction, making the company only have a way to reduce production cost. When the cost of transaction is high, the cost of production is low.